Relationships – mardihumphreys.com

Your Invisible Operating System

Leadership is not a job level. It’s a set of decisions you make. You lead when you run a meeting that ends on time. You lead when you calm a tense thread before it becomes a full-blown Slack bonfire. You lead when you quietly notice the new person is getting steamrolled and you make space for them to speak.

It’s vital to figure out your leadership style because it’s the invisible operating system behind the thousands of micro-decisions you make every week like, how you give feedback. How you handle conflict. How you prioritize. How you respond when you are tired and a project goes sideways.

Knowing your leadership style helps you stop defaulting to whatever possible solution is loudest in the moment and start choosing what is most effective. And if you are thinking, I will figure it out once I have more authority, please know this: Waiting is the fastest way to let stress pick your style for you.

Leadership Style is a Toolkit

Some people believe leadership style is a fixed identity. For example: a visionary leader, a servant leader, or a data-driven leader. But real leadership is situational. It is a premium toolkit. Sometimes your team needs clarity. Sometimes they need care. Sometimes they need a nudge. Sometimes they need you to get out of the way and let them cook.

That’s why it’s normal for leadership to show up as a mix. You may take an assessment and discover you are not one style. Instead, you’re a full-blown committee. Maybe democratic, altruistic, coaching, with a little sprinkle of please do not schedule another meeting thrown in. You don’t have to force that committee into one chair. You can learn to decide which voice to put in charge depending on what the moment needs. You can design how you show up so you can take bold action without breaking trust.

Why It Matters

When you manage people, you influence outcomes. When you lead without a title, you influence the environment. The environment is everything. Here are a few very normal work scenarios where your style quietly decides the outcome:

Your direct report is underperforming and avoiding hard tasks. Do you go coaching, clear expectations, or accountability first?
Two teammates are in conflict, both convinced they are the reasonable one. Do you go mediator, decision maker, or listener first?
Your team is burned out and deadlines keep coming. Do you go boundary setter, process improver, or morale builder first?
A project is slipping because nobody owns the next step. Do you go organizer, delegator, or driver first?

If you don’t know your default style, you will react. And reaction is usually a mix of stress, habit, and whatever leadership style you were subjected to growing up. Around here we call that improvisation.

Have you taken a leadership style assessment you found accurate? Please share which one you used in the comments.

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That’s a Wrap 2025

Thank you for spending 2025 with me! As we end this year together, here are the top three articles in each category: Time, Energy, Attention, and Money (T.E.A.M.), based on views with 1 being the most viewed in the category. These articles were published between December 2, 2024 and November 30, 2025. Enjoy!

Time

Energy

Attention

Money

What decisions around time, energy, attention, and money are you facing in the new year? Please share in the comments.

Future Reward

Automation has quietly absorbed many of the manual and rules-based tasks that used to fill our calendars. AI can sort forms, flag errors, follow instructions, and draft emails. But it still can’t build trust in a tense meeting. It can’t read the quiet frustration in a coworker’s voice. It doesn’t know when to push for a bold idea or when to hold back and listen.

That’s where you come in.

The future of work isn’t just tech. It’s deeply human. McKinsey & Company, a global management consulting firm, projects that by 2030, workers in the U.S. and Europe will spend 24% more hours using social and emotional skills. The biggest jump is initiative-taking and entrepreneurship. In other words: critical thinking, original ideas, thoughtful risk-taking, and the confidence to step forward even when no one hands you a roadmap. This shift creates opportunity. For example, a survey of 18,000 people across 15 countries found that soft skills (around here we call them power skills) aren’t tied to formal education the same way technical skills are. You don’t need a specific degree to negotiate well, manage conflict, or innovate. You do need practice, self-awareness, and the willingness to grow.

Skills You Need for 2026

Digital fluency: You don’t have to learn how to code, but understand cloud collaboration tools, social media platforms, cybersecurity basics, and AI usage. Knowing how data flows makes you a more capable decision-maker. You don’t have to master everything, but you do need to get comfortable navigating change.

Data and analytics: You are swimming in information. Data literacy helps you base decisions on facts instead of assumptions. Your influence grows when you can say, “Here’s what we know, here’s what it means, and here’s what we should do next.”

Empathy: This does not mean being nice. Empathy helps you decode emotions, understand roots of conflict, and build credibility. It’s what helps you hear what isn’t being said like the hesitation in a colleague’s suggestion or read the frustration behind a rushed email.

Resilience: Change is the default setting now. Resilience holds you steady through reorganizations, shifting priorities, and projects that fall apart before they get better. It helps you bounce instead of break.

Creativity and innovation: Creativity sparks ideas. Innovation turns them into action. Sometimes innovation is a moonshot, disruptive and bold. Other times it’s a roofshot, a smaller improvement that makes work smoother, faster, or more humane. Both count.

Problem-solving: This may be the most valuable muscle of all. Future problems won’t come with answer keys. You’ll need to analyze, identify patterns, test approaches, and adapt. You won’t always be right and you’ll have to be okay with that because it’s part of the job.

Where They Show Up in Real Life

Picture a normal Tuesday: You have four competing priorities and your inbox is multiplying.

Data skills help you separate urgency from noise. Decision-making sharpens when you can scan inputs and move.
You’re trying to stand out for a promotion. Innovation and initiative make you visible not louder or busier, but more intentional. When you propose a streamlined onboarding process or start a Lunch-and-Learn series, you’re signaling readiness to lead.
A colleague is combative in meetings. Empathy and resilience help you stay grounded, read the room, and respond rather than react. Conflict doesn’t disappear, but you navigate it with composure, curiosity, and respect. That builds trust.

How to Build Them

Make decisions faster: Set a two-minute rule. If a decision requires fewer than two minutes of thinking, make it now. Save your energy for the big ones.

Practice visibility with intention: Share learnings from your work in weekly team meetings. Resist bragging. Your goal is to inform. Like this: “Here’s what we tried, here’s what worked, here’s what we’ll adjust.”

Try a small innovation every week: Fix one friction point like a messy file system, an unclear hand-off process, or a confusing report. Incremental improvements compound.

Strengthen your empathy: Next time a colleague is short or stressed, assume their intent is positive before you react. Start with curiosity instead of defensiveness.

Build resilience through reflection: After setbacks, write two things: What did I learn? and How will I approach this differently next time? Resilience begins where rumination ends.

Boost digital fluency: Pick one new tool like an AI assistant, spreadsheet function, or project platform and learn one feature a week. Little steps. Big payoff.

The future of work will reward people who think, connect, and create not just complete tasks. Technology is getting exponentially better at the work of business and that’s exciting because it frees you up to get better at the work of humans. You don’t need permission to start. You don’t need a degree to grow. You don’t have to wait for the workplace of tomorrow. It’s here now.

How will you up your power skills in 2026? Please share in the comments.

Boundaries Have Consequences

I received this valuable feedback about last week’s discussion, Overcommitted:
“We think all we have to do is set up a boundary. But people push our boundaries and we have to defend them. That can be uncomfortable with coworkers and career threatening with higher-ups.”

Thank you for that point! Let’s talk about one of the trickiest situations you’ll face at work: holding boundaries when leadership pushes against them.

Risks and Rewards

Short-Term Discomfort: A manager who’s used to hearing “yes” may interpret a boundary as resistance or lack of commitment. This can feel awkward but that discomfort is temporary. Help them see how your intentionality makes you more reliable and engaged than ever.

Impact on Visibility: You worry about missing out on plum projects or promotions. Stay visible by over communicating progress on your existing priorities. Show that focus equals results. For example, “I’m wrapping up X this week, which should free up space for Y next quarter.” This helps you manage perception as much as workload.

Improved Respect: When you can say, “I’d love to take that on, but I want to make sure I can deliver the quality you expect,” you’re signaling maturity, not obstinance. Strong performers set boundaries because they care about doing things well.

Clarity Around Expectations: Your manager genuinely doesn’t realize the load you’re carrying. Communicating your bandwidth creates an opportunity to clarify what’s most important and what can wait. A respectful reality check helps both of you prioritize smarter.

Long-Term Career Growth: The same boundaries that cause friction early on often pay off later. People who manage their workload wisely are less likely to burn out, make fewer mistakes, and are more trusted with high-stakes projects. Leadership isn’t about taking everything on. It’s about taking on what moves the organization closer to its goals.

When It’s Your Manager Asking

When your manager gives you an assignment, you can’t just shrug and say, “Nope.” But you can negotiate.

When your plate is already full: “I’d love to help, and I want to make sure I’m meeting current deadlines. Can we talk about what should come off my plate if I take this on?” This signals realistic willingness and invites collaboration. You’re cooperating and making trade-offs visible.

When it’s clearly not your responsibility: “That sounds important. Who’s the best person to own that? I can share what’s worked for me in similar situations.” This reframes the request as problem-solving, not avoidance.

When the request is unclear: “Can you help me understand the goal of this task? I want to make sure it aligns with what we’re prioritizing right now.” This helps your manager think about the urgency of the task.

The next time you’re tempted to say yes out of habit, ask yourself: Is this task aligned with my goals? Will saying yes help me grow or just keep me busy? What am I giving up by agreeing to this?

What is a boundary you are glad you held? Please share in the comments.

Unentitled

Job titles can open or close doors, but you don’t need formal authority to influence outcomes. You need awareness, initiative, and a willingness to act when others hesitate. Let’s talk about what that looks like at your job.

Leadership Labs

Every project, committee, or collaboration is an opportunity to lead. You don’t have to wait for permission to take ownership. Cross-functional teams are great opportunities to practice leadership skills because they mix perspectives and reward those who bring clarity instead of control. Those micro-moments are where real leadership lives. No title required just the courage to shape how the work happens. For example:

When your group gets stuck in endless debate, you propose a timeline to narrow decisions and move forward.
When a quiet teammate has a good idea that’s getting lost, you call it out and create space for them to share it.
When a colleague lightens the mood during crunch time, you acknowledge that humor and positivity and thank them for keeping the team sane.

Lead from Any Role

Leadership is about mobilizing, connecting dots, removing friction, and helping others succeed. These are actions that make teams function better. The more consistently you do these things, the more people look to you for direction even if your nameplate hasn’t changed. Here are some suggestions:

Manage time, not people: When meetings drift, step in gently: “Let’s pick one option to test this week and see what happens.” That’s not bossy, that’s efficient. Teams remember who helps them get unstuck.
Make space for others: When one voice dominates, balance it out: “I’d like to hear from Jack and Jill before we decide.” Inclusive leaders listen before they lead. You’ll earn trust by showing you care about the group’s success, not your own image.
Clarify next steps: Ambiguity kills progress. Offer structure: “Here’s what I heard. Did I miss anything?” Clear communication turns chaos into action.
Own follow-through: Volunteering to take the first draft, summarize the notes, or check a detail isn’t glamorous but it’s what separates reliable contributors from passive ones. Accountability is influence in disguise.

Quiet Power

Leadership looks different today than it did even five years ago. Many workplaces are flatter, and hybrid situations have blurred traditional organizational hierarchies. That means influence often matters more than authority. For example:

Visibility does not equal impact. Just because someone talks the most on video calls doesn’t mean they’re leading. The person who determines action items or builds alignment behind the scenes is often the real driver.
Psychological safety is greater than authority. The most productive teams succeed because people feel safe speaking up. That doesn’t happen because of titles. It happens because of trust.
Connection over control. Leaders understand the value of relationships. They notice when teammates seem disengaged, they ask why, and they pull people back in.

Start Now

The best part of leading without a title is that you can start anytime. You don’t need a reorganization or a raise to step up. You just need to see a problem and decide you’re part of the solution. When you are not in the room, you want coworkers to describe you as dependable, thoughtful, and steady under pressure. Start by noticing where momentum is missing. Ask what your group needs most right now: structure, encouragement, clarity, or connection. Then step up and offer it. That’s what leaders do whether or not it’s in their title.

What is one thing you can do today to lead from where you are? Please share in the comments.

Under Construction

Reality Check: no matter how smart you are or how much caffeine you consume, you can’t succeed alone. Leadership is less about being the hero and more about building a team of people who can thrive together. When you understand how to assemble and nurture a team, you set the stage for productivity, innovation, and sanity (yours included). Let’s talk about why this matters and how you can build your skills even if you don’t officially manage people.

Why Team Building Matters

Leaders who know how to build teams create environments where people actually want to work, not just log hours on Slack and duck out of Zoom meetings as fast as possible. Here’s what effective team building does:

Improves Communication: When trust is high, people stop sending 47 follow-up emails just to confirm what was already said in a meeting.
Boosts Motivation and Retention: A good team feels like a place where you belong. That’s why employees stick around longer, even when recruiters are lurking in their LinkedIn DMs.
Fosters Innovation: Great ideas don’t come from a vacuum. They come from different brains colliding in the right way.
Develops Individual Strengths: A well-built team doesn’t just hit goals. It makes each person better at what they do.

When all of that happens, everyone wins. Your organization gets higher productivity, the team gets better results, and you have fewer Sunday Scaries.

Spotting Your Team’s Types

Every team has personalities you can mentally group into categories. Think of them as archetypes you’ll see again and again. Your job isn’t to “fix” these types. It’s to get them to work together without frustrating each other.

The C-Suite: Even if they aren’t in the C-Suite, they act like they are. Confident and decisive, they want control.
The Partier: They’re here for the vibes. If there’s a happy hour, they’re organizing it. If there’s a virtual meeting, they’re cracking jokes in the chat.
The Networker: This person is a connector. They know someone in every department and always seem to have the right intro at the right time.
The Process Improver: They can’t stand inefficiency. Expect comments like, “Why are we doing this in three steps when it could be done in one?”

Who Plays Nice Together and Who Doesn’t

I tell you this truth in love: not everyone meshes. The trick is preventing cliques from forming. That means watching who’s chatting in Slack side channels or dominating Zoom meetings while others stay on mute. Set the tone by calling people in, not out. Some examples:

The C-Suite and the Partier often clash. One wants order; the other wants fun. Remind them fun and productivity aren’t mutually exclusive goals.
The Networker and the Process Improver can frustrate each other. One thrives on people, the other on systems. Encourage them to see how their strengths complement each other: relationships open doors, and processes keep things running smoothly.
Surprisingly, the C-Suite and the Process Improver usually get along well. Both want results. They just approach them differently.

What to do Right Now

Pay Attention to Patterns: Who’s always talking? Who’s always silent? Spotting dynamics is step one.
Balance the Energy: Don’t let one type run the show. Make space for each strength.
Frame Collaboration as a Win for Everyone: Say, “Your process idea will make this easier, and your connections will get it approved faster.” People like hearing how they fit.
Encourage Cross-pollination: Ask the Partier to co-lead a brainstorming session with the C-Suite type. Pair the Networker with the Process Improver on rollout. Mix them up intentionally.

Which archetype are you? Please share in the comments.

An Inside Job

Last week we talked about external storytelling; talking about your organization to clients and prospects. I received an interesting question from the Is It Worth Your T.E.A.M.? community: “Yeah, but what about the stories we tell each other inside the organization?” Great question!

Outside In

The way you share stories inside your company shapes culture. Just like you use stories to communicate trust, loyalty, and momentum to those outside your organization, use them to communicate those things inside it too.

For example, think about the difference between telling your team, “We hit Q3 revenue goals” versus “Because we hit Q3 revenue goals, we’re funding more professional development courses next year.” Same data, very different story.

Remind the team they are humans striving for a common goal. Inside your company, that could mean telling the story of how a developer solved a sticky bug that was holding up a release, not just announcing, “The app update is live.”

How to Frame the Work

Last week we talked about how every good story has a beginning, middle, and end. Here’s how this could look internally:

Beginning (Context): Your product team was preparing for a major feature release hyped in the last all-hands call. Everyone knew why the date was circled on the calendar.
Middle (Challenge): Two weeks before launch, quality assurance testing flagged serious bugs. Developers were already maxed out, designers were juggling other requests, and morale dipped as the deadline slipped further out of reach.
End (Resolution): Instead of finger-pointing, leadership organized a cross-functional sprint. Marketing paused nonessential campaigns, IT freed up resources, and a few late nights later, the bugs were squashed. The launch landed just one week late, with lessons learned about testing earlier and collaborating faster.

This story acknowledges the inevitable bumps. People respect honesty more than spin. The best stories make people feel something: relief, pride, humor. But be careful. Forced emotion backfires. If you exaggerate or fabricate, your audience can sense it. Instead, lean on authentic anecdotes. Maybe your customer support team celebrated hitting a 95% satisfaction rate by baking cookies shaped like happy faces. Or maybe an employee quietly mentored a new hire through their first chaotic sales cycle. Those details connect because they’re real.

Show AND Tell

Stories stick when they’re tangible. Saying, “Our team is collaborative” is one thing. Sharing how three departments rallied to fix a client issue overnight shows it. Saying, “We value growth” is fine. Pointing to the analyst who became a manager because of your training program proves it. Whenever possible, support your points with case studies, testimonials, or direct experiences. Proof beats platitudes every time. Also, ending your story with a call to action like,“Here’s how you can get involved in the new initiative” sets you up to gather more stories to tell.

Here’s your call to action: Pick one story your organization could tell better, and refine it. Can you make it more human? More honest? More audience-focused? Then please share in the comments what you did.

Tell Stories That Stick

When you think about storytelling, you might picture novels, Netflix, or maybe that one friend who makes a Target run sound like Harry Potter and the Deathly Hallows. But if you work in any organization, then you’re already a storyteller whether or not you realize it. If that sounds overwhelming, don’t be scared. Telling your organization’s story doesn’t have to be hard. The key is to tell the right stories, in the right way, to the right people. Here are some ideas.

Know Your Audience (And What They Care About)

A lot of leaders stumble over storytelling because they tell the stories they want to hear, not the stories their audience needs. A prospect doesn’t need the play-by-play of your new cloud migration. They want to know: How will this save me time, cut my costs, or make me look good in front of my boss? Organizational storytelling isn’t a nice add-on. It’s a practical tool. The stories you tell shape your reputation. They build trust, loyalty, and momentum. Tailor them to resonate with your clients needs, not just your own pride in the project.

Put People at the Center

Facts matter. Metrics matter. But people remember people. If you want your message to resonate, wrap those numbers in human experiences. It could be a case study framed not as “We delivered X solution,” but as “A client was burning out trying to manage data manually, and here’s how we helped free up ten hours of their week.” Human stories create empathy. They remind your clients and prospects that your organization isn’t a machine. It’s made up of people making a difference.

Use a Clear Narrative Arc

Every good story has a beginning, middle, and end. This arc works because it mirrors how our brains process information. You aren’t going for drama, you’re going for clarity. In organizational terms: context, challenge, resolution. For example:

Beginning: What’s the situation? (The client was stuck in spreadsheets. The product launch was slipping.)
Middle: What’s the challenge? (Their data was messy. Their team was stretched thin.)
End: How was it resolved? (Automation streamlined reporting. A sprint pulled the launch over the finish line.)

Don’t Skip the Struggle

We love to airbrush our stories, but struggle is what makes them compelling. Saying “Everything went smoothly” is forgettable. Saying “We hit a wall, here’s how we climbed it” is memorable. Highlighting challenges and solutions shows resilience. Clients don’t want a perfect vendor. They want a reliable partner who can handle reality.

Position Your Brand as the Guide

Here’s the crucial shift: In every story, your organization shouldn’t be the hero. Your clients are the heroes. You’re the guide. You’re Yoda, not Luke. You’re the one equipping them with the tools, solutions, and support to succeed. This mindset keeps your stories humble, relatable, and persuasive. It also reinforces your value proposition: You exist to help others achieve their goals. (And become Jedi Masters.)

Wrap It Up with a Next Step

Every story needs a takeaway. Without one, your audience thinks, “Nice story. So what?” An organizational classic is, “Let’s schedule a call to explore how this could work for you.”

How do you tell your organization’s story? Please share in the comments.

Bridge the Gap

Your brand is the shorthand people use to describe you when you’re not in the room. It’s your reputation. If you’re perceived in a way you don’t want to be perceived, that’s a problem. What do you want to be known for at work? How do you make sure you’re actually known for that?

A performance review is a bad time to discover the image you’re transmitting is not the image your manager is receiving. For example: You want to be known as the person who can solve tough problems. But if people keep saying, “Jordan’s great! They answer emails instantly, no matter when you send them,” then your brand risks being ‘always available’ instead of ‘strategic thinker’. Speed is fine, but if the story others tell about you is more around responsiveness than problem-solving, the perception gap just swallowed your brand whole.

The Gap Between Self-Image and Brand

You know how you see yourself, but that doesn’t mean your coworkers or managers see you that way. You might think you’re organized because you keep an immaculate to-do list, but if you miss deadlines, the team will call you scattered. You might think you’re collaborative because you let everyone weigh in during meetings, but your team may quietly wish you’d just make a decision already. This is where the brand gap shows up. It lies in the little misalignments between your intent and others’ experience of you. Do any of these common branding misfires sound familiar?

Meetings: You think you’re being thorough by asking detailed questions. Others think you’re derailing the agenda.
Email habits: You believe instant replies show reliability. Others assume you have too much time on your hands or aren’t focused on bigger priorities.
Decision-making: You frame your approach as careful and thoughtful. Others see it as indecisive.

Your Ego’s Report Card

How do you bridge the perception gap? You ask people what they think. A 360-degree assessment, formal or informal, is one of the best tools you have. You gather feedback not just from your boss, but from peers, direct reports, even cross-functional colleagues. The feedback may sting, but think of it as your ego getting a performance review. Feedback is data and data is what you need to make decisions. It will tell you what to work on. Feedback usually comes with positives too. For example, maybe your manager says your presentations are a little too detailed, but your follow-through is unmatched. You can work with that. Soothing the sting with positive feedback helps you double down on strengths that people already notice.

Manage Your Brand

Clarify: Decide what you want to be known for (e.g., problem-solver, reliable leader, creative thinker, efficiency expert). If you don’t define it, others will define it for you.
Ask: Don’t wait for the annual review. A quick “Hey, when I run meetings, do I come across as clear and confident?” can reveal a lot.
Adjust: People can’t read your intentions. They can only see your actions. Do you want to be seen as decisive? Start summarizing meetings with, “Here’s the call I’m making.”
Repeat: Consistency is key. If you want to be the strategic thinker, don’t undercut yourself by showing up mainly as the fast replier.

How do you bridge the perception gap? Please share in the comments.

Are You Ready for It?

It’s promotion season! The time of year when titles shift, responsibilities grow, and opportunities open up. Whether your company follows a formal review process or leaves advancement up to individual managers, one thing is clear. You aren’t handed a promotion. You have to be ready and strategic.

Close Gaps

Before you ask for a promotion look up the job description for the role you want even if it’s not currently posted. What skills, certifications, or leadership abilities does it mention that your current role doesn’t require? Skill gaps aren’t deal breakers. But if they’re visible and unaddressed, they’re easy reasons to pass you over. Your good work does not speak for itself. Promotions go to people who proactively show they’re already doing some of what the next-level job demands. For example, if the job requires strategic planning, and you’re currently in a tactical role, think back to when you helped your team decide on quarterly goals or you made a case for prioritizing a project. Document that and be specific.

Highlight Impact

Instead of listing your tasks clearly state the outcomes your work produced. “Created reports,” is fine, but what happened as a result? You can say, “Increased reporting efficiency by 30% by restructuring our monthly deliverables.” When pitching yourself for a promotion, share examples of projects that had measurable impact. Then tie them directly to the role you want. For example, “Last quarter, I led a small team to implement a new client feedback loop. The experience taught me how to adapt communication styles across departments. That skill is required in the new role on a daily basis.”

Be Clear

Vague descriptions make it harder for others to see you in a bigger role. Swap out generic phrases with specific, transferable skills. Instead of “Ran meetings” say, “Facilitated weekly team syncs, keeping cross-functional partners aligned and on track.” Your goal is to make it easy for your manager to visualize you in the new position. Not just because you’re ready, but because you’ve already started acting like you’re in it.

Build Relationships

If no one in leadership knows your work, they can’t advocate for you when decisions are made. Be visible in the right ways: Speak up in meetings with thoughtful questions or insights. Offer to present team wins or project outcomes. Ask for feedback. Not just from your manager, but also from peers or other leaders you’ve worked with. If your manager knows the promotion is a stretch role, don’t shy away from acknowledging it. Say something like: “I may not be the most obvious candidate on paper, but I’ve been working intentionally to grow in these areas, and I believe I can bring real value to the team.”

Ask Professionally

Once you’ve done your prep, set up a meeting with your manager. This is not a casual hallway conversation. Frame it as a career development check-in. Come prepared with: A list of accomplishments tied to the new role. Evidence you’ve closed (or are closing) any skill gaps. A clear statement of your interest in the position. You are not bragging. You are owning your progress and signaling your readiness. You can say, “I’ve taken on more responsibility over the past year, and I’ve had the chance to lead several initiatives that improved team efficiency. I’ve reviewed the expectations for the position, and I believe I’m ready. I’d like to talk about what it would take to be considered.”

How do you clearly demonstrate the value you bring? Please share in the comments.